‫ﻧﻘﺶ ﺣﺮﻛﺖ ﺑﻬﺮﻩ ﻭﺭﻱ ﺩﺭ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺳﺎﺯﻣﺎﻥ‬

‫ﺑﺎﺑﻚ ﻣﺮﺍﺩﻱ‬
‫ﺭﺋﻴﺲ ﺍﺩﺍﺭﻩ ﺗﻮﺳﻌﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﺷﺮﮐﺖ ﺳﺎﻳﭙﺎ– ﻛﺎﺭﺷﻨﺎﺱ ﺍﺭﺷﺪ ﻣﻬﻨﺪﺳﻲ ﺻﻨﺎﻳﻊ‬
‫ﻣﺤﺴﻦ ﺍﺑﺮﺍﻫﻴﻤﻲ‬
‫ﻛﺎﺭﺷﻨﺎﺱ ﺍﺩﺍﺭﻩ ﺗﻮﺳﻌﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﺷﺮﮐﺖ ﺳﺎﻳﭙﺎ ـ ﻛﺎﺭﺷﻨﺎﺱ ﻣﻬﻨﺪﺳﻲ ﺻﻨﺎﻳﻊ‬

‫ﻟﻴﻼ ﮐﺮﻣﺎﺟﺎﻧﯽ‬
‫ﮐﺎﺭﺷﻨﺎﺱ ﺍﺩﺍﺭﻩ ﺗﻮﺳﻌﻪ ﺑﻬﺮﻩ ﻭﺭﯼ ﺷﺮﮐﺖ ﺳﺎﻳﭙﺎ – ﮐﺎﺭﺷﻨﺎﺱ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﻳﻊ‬

‫ﻣﺎ ﺩﺭ ﺍﻳﻦ ﺩﻧﻴﺎ ﻧﻤﻲ ﺗﻮﺍﻧﻴﻢ ﻛﺎﺭﻫﺎﻱ ﺑﺰﺭﮒ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ‪،‬‬

‫ﺑﻠﻜﻪ ﻣﻲ ﺗﻮﺍﻧﻴﻢ ﻛﺎﺭﻫﺎﻱ ﻛﻮﭼﻚ ﺭﺍ ﺑﺎ ﻋﺸﻖ ﻫﺎﻱ ﺑﺰﺭﮒ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ‪.‬‬
‫ﻣﺎﺩﺭ ﺗﺮﺯﺍ‬

‫ﻣﻘﺪﻣﻪ‪:‬‬
‫ﺍﺯ ﺁﻧﺠﺎﺋﻴﻜﻪ ﺍﻣﺮﻭﺯﻩ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺩﺭ ﺑﺮﺍﺑﺮ ﺗﻐﻴﻴﺮﺍﺕ ﺷﺪﻳﺪ ﻣﺤﻴﻄﻲ ﻭ ﺷﺮﺍﻳﻂ ﻋﺪﻡ ﺍﻃﻤﻴﻨﺎﻥ ﺑﻪ ﺳﺮ ﻣﻲ ﺑﺮﻧﺪ ﻭ‬
‫ﻟﺰﻭﻡ ﺗﻮﺟﻪ ﺑﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﺑﻴﺶ ﺍﺯ ﮔﺬﺷﺘﻪ ﺍﺣﺴﺎﺱ ﻣﻲ ﮔﺮﺩﺩ ‪ .‬ﻟﺬﺍ ﺑﻬﺘﺮﻳﻦ ﻧﻘﻄﻪ ﺍﺗﻜﺎﺀ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻧﻬﺎ ‪ ،‬ﺗﻜﻴﻪ‬
‫ﺑﺮ ﻣﻨﺎﺑﻊ ﻣﺤﺪﻭﺩ ﺧﻮﺩ ﺑﻮﺩﻩ ﺗﺎ ﺑﺘﻮﺍﻧﻨﺪ ﺑﺮ ﻗﺎﺑﻠﻴﺖ ﻭ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ ﺳﺎﺯﻣﺎﻥ ﺑﻴﻔﺰﺍﻳﻨﺪ ‪.‬‬
‫ﺍﺯ ﺍﻳﻦ ﺭﻭ ﻣﻬﻢ ﺗﺮﻳﻦ ﻭﻇﻴﻔﻪ ﻭ ﻫﻨﺮ ﻣﺪﻳﺮﻳﺖ ﺗﻮﺳﻌﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺑﻬﻴﻨﻪ ﺍﺯ ﻣﻨﺎﺑﻊ ﻣﺤﺪﻭﺩ ﻣﻮﺟﻮﺩ ﻣﻲ‬
‫ﺑﺎﺷﺪ ﻛﻪ ﺩﺭ ﻧﺘﻴﺠﻪ ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﻣﻲ ﺗﻮﺍﻥ ﺑﻪ ﺑﻘﺎ ﺳﺎﺯﻣﺎﻥ ﺍﻣﻴﺪ ﺩﺍﺷﺖ‪.‬‬
‫ﺑﻲ ﺷﻚ ﺣﺮﻛﺖ ﻫﺪﻓﻤﻨﺪ ﻭ ﻳﻜﭙﺎﺭﭼﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﺩﺭ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻫﺪﺍﻑ ﺗﻌﻴﻴﻦ ﺷﺪﻩ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺁﻥ ﺗﺼﻤﻴﻢ‬
‫ﺳﺎﺯﻱ ﺑﺮﺍﻱ ﺣﺮﻛﺘﻬﺎﻱ ﺁﺗﻲ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺗﻮﺍﻧﺪ ﺑﻌﻨﻮﺍﻥ ﻣﻬﻤﺘﺮﻳﻦ ﺭﺍﻫﻜﺎﺭ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻣﻄﺮﺡ ﺑﺎﺷﺪ ﻛﻪ ﺩﺭ‬
‫ﻧﺘﻴﺠﻪ ﺳﺒﺐ ﺍﻳﺠﺎﺩ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﮔﺮﺩﺩ‪.‬‬
‫ﺩﺭ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﺳﻌﻲ ﮔﺮﺩﻳﺪﻩ ﺍﺳﺖ ﺑﻪ ﻣﻌﺮﻓﻲ ﺣﺮﻛﺖ ﺑﻬﺮﻩ ﻭﺭﻱ ﻭ ﻧﻘﺶ ﺁﻥ ﺩﺭ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺳﺎﺯﻣﺎﻥ‬
‫ﭘﺮﺩﺍﺧﺘﻪ ﻭ ﻫﻤﭽﻨﻴﻦ ﻧﺤﻮﻩ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺳﺎﺧﺘﺎﺭ ﺁﻥ ﺭﺍ ﺩﺭ ﺷﺮﻛﺖ ﺳﺎﻳﭙﺎ ﺑﻌﻨﻮﺍﻥ ﻳﻚ ﺍﺑﺰﺍﺭ ﻣﻨﺎﺳﺐ ﺩﺭ ﻧﺘﻴﺠﻪ‬
‫ﮔﺮﺍﻳﻲ ﻧﻤﺎﻳﻴﻢ ‪.‬‬

‫ﺩﺳﺖ ﺩﺭ ﺩﺳﺖ ﻫﻢ ﻧﻬﻴﻢ ﺑﻪ ﻣﻬﺮ ﻣﻴﻬﻦ ﺧﻮﻳﺶ ﺭﺍ ﻛﻨﻴﻢ ﺁﺑﺎﺩ‬

‫ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﭼﻴﺴﺖ ؟)‪(What is Productivity Movement‬‬

‫ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺯﺍﺋﺶ ﺍﻋﺘﻘﺎﺩﻱ ﻭ ﻓﻠﺴﻔﻲ ﺑﻬﺒﻮﺩ ﺩﺭ ﻣﻘﻮﻟﻪ ﺍﺗﻼﻑ ﺯﺩﺍﻳﻲ ﺍﺳﺖ‪ .‬ﺟﻨﺒﺸﻲ ﺍﺳﺖ ﺟﺎﻣﻊ ﻛﻪ ﺑﺎ‬
‫ﺑﻜﺎﺭﮔﻴﺮﻱ ﻣﻜﺎﻧﻴﺰﻡﻫﺎ ﻭ ﻧﻈﺎﻡﻫﺎﻱ ﺁﻥ‪ ،‬ﻓﻌﺎﻟﻴﺘﻬﺎ ﻭ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺟﻬﺖ ﺭﺿﺎﻳﺖ ﺫﻳﻨﻔﻌﺎﻥ ﺳﺎﺯﻣﺎﻥ‬
‫ﺭﺍﻫﺒﺮﻱ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﻣﻜﺎﻧﻴﺰﻡ ﻫﺎﻳﺶ ﻭ ﭘﺎﺭﺍﺩﺍﻳﻢﻫﺎﻱ ﺳﺎﺧﺘﺎﺭﻱ ﺁﻥ‪ ،‬ﺭﻓﺘﺎﺭ‪ ،‬ﻣﻨﺶ ﻭ ﺧﻠﻖ ﻭ‬
‫ﺧﻮﻱ ﻋﻤﻠﻴﺎﺗﻲ ﺍﻓﺮﺍﺩ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﻐﻴﻴﺮ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﻭ ﺑﺎ ﺗﻐﻴﻴﺮ ﻧﮕﺎﻩ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻓﻌﺎﻟﻴﺘﻬﺎﻳﺸﺎﻥ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺯﺭﻩ ﺑﻴﻦ ﺍﺗﻼﻑ ﺯﺩﺍﻳﻲ‪ ،‬ﻗﺼﺪ ﺩﺍﺭﺩ ﻇﺮﻓﻴﺖ ﺑﺎﻟﻘﻮﻩ‬
‫ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﺎﻟﻔﻌﻞ ﻣﺒﺪﻝ ﺳﺎﺯﺩ‪ .‬ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‪ ،‬ﺳﺎﺧﺘﺎﺭﻱ ﻣﺠﺎﺯﻱ ﺍﺳﺖ ﻛﻪ ﺧﻮﺩ ﺭﻫﺒﺮﻱ‪ ،‬ﻛﻴﻔﻴﺖ‬
‫ﻣﺤﻮﺭﻱ‪ ،‬ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻭ ﻣﺸﺎﺭﻛﺖ ﭘﺮﻭﺭﻱ ﺭﺍ ﮐﻪ ﺍﺯ ﺍﺻﻮﻝ ﻻﻳﻨﻔﮏ ﺩﺭ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﺑﻪ ﺷﻤﺎﺭ ﻣﯽ‬
‫ﺭﻭﺩ ﺭﺍ ﺗﻘﻮﻳﺖ ﻣﯽ ﻧﻤﺎﻳﺪ‪.‬‬
‫ﺩﺭ ﺁﺧﺮ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﺭﻭﻳﻜﺮﺩ ‪) GEMBA‬ﻛﻒ ﻛﺎﺭﮔﺎﻫﻲ( ﺩﺭ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻣﺤﺮﻙ ﻭ‬
‫ﺳﻴﻨﺮﮊﻱ ﺍﺻﻠﻲ ﻣﺪﻳﺮﻳﺖ ﺍﺯ ﭘﺎﺋﻴﻦ ﺑﻪ ﺑﺎﻻ ﺭﺍ ﺩﺭ ﻗﺎﻟﺐ ﮔﺮﻭﻫﻬﺎﻱ ﺗﻴﻤﻲ ﻣﺤﻴﺎ ﻣﻲﺳﺎﺯﺩ‪.‬‬

‫ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺩﺭ ﺗﻌﺎﻣﻞ ﺑﺎ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‪:‬‬

‫ﭼﻬﺎﺭ ﻣﺤﻮﺭ ﻣﺮﺗﺒﻂ ﺑﺎ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺳﺎﺯﻣﺎﻥ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬
‫ﺍﻟﻒ( ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ‪:‬‬
‫ﺍﻓﺮﺍﺩ ﺳﺎﺯﻣﺎﻥ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺍﺧﻠﻲ ﻓﺮﺁﻳﻨﺪ ﻛﺎﺭﻱ ﺧﻮﺩ ﺭﺍ ﻣﻲﺷﻨﺎﺳﻨﺪ‪ .‬ﻫﺮ ﺷﺨﺺ ﻭ ﻫﺮ ﺍﺩﺍﺭﻩﺍﻱ ﺩﺭ ﻫﺮ ﺯﻣﺎﻥ‬
‫ﻣﺸﺘﺮﻱ ﻭ ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪﻩ ﻳﻜﺪﻳﮕﺮﻧﺪ‪ .‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻱ ﻭ ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪﻩ ﺩﺭﻭﻧﻲ ﻭ ﺑﻴﺮﻭﻧﻲ‪ ،‬ﻳﻜﻲ ﺍﺯ‬
‫ﻓﺎﻛﺘﻮﺭﻫﺎﻱ ﺑﺤﺮﺍﻧﻲ ﺑﻘﺎﻱ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺩﻧﻴﺎﻱ ﺍﻣﺮﻭﺯ ﻣﺤﺴﻮﺏ ﻣﻲﮔﺮﺩﺩ‪ ،‬ﻟﺬﺍ ﻧﻬﺎﺩﻳﻨﻪ ﺳﺎﺯﯼ ﺍﻳﻦ ﺭﻓﺘﺎﺭ ﺑﻪ‬
‫ﺷﮑﻞ ﻳﮏ ﺑﺎﻭﺭ ﺩﺭ ﮐﺮﺍﻣﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ‪ ،‬ﺧﻮﺩ ﻣﯽ ﺗﻮﺍﻧﺪ ﺑﻌﻨﻮﺍﻥ ﺑﻬﺘﺮﻳﻦ ﺭﺍﻫﻨﻤﺎ ﺩﺭ ﺟﻬﺖ ﻳﺎﺑﯽ ﻓﺮﺩﺍﯼ‬
‫ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﺑﺎﺷﺪ‪.‬‬
‫ﺏ( ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ )‪:(Hushine Kaneri‬‬
‫ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻣﻨﺸﺄ ﺍﺻﻠﻲ ﺭﻭﺍﻥ ﺳﺎﺯﻱ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺁﻥ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻫﺪﺍﻑ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻭ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺁﻥ ﻣﻲ ﺑﺎﺷﺪ‪.‬‬
‫ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺟﺎﺭﻱ ﻭ ﺳﺎﺭﻱ ﺷﺪﻩ ﺳﻌﻲ ﻣﻲﻧﻤﺎﻳﺪ ‪ ،‬ﻇﺮﻓﻴﺖﻫﺎﻱ ﻭﺍﻗﻌﻲ ﻭ‬
‫ﻻ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺳﭙﺲ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻜﺎﻧﻴﺰﻡ‪-‬ﻫﺎﻳﺶ ﺑﺎ ﺍﺭﺗﻘﺎﻱ‬
‫ﺑﺎﻟﻘﻮﻩ ﻋﻤﻠﻴﺎﺗﻲ ﺑﻬﺒﻮﺩ ﺑﻬﺮﻩ ﻭﺭﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﻭ ﹰ‬
‫ﺁﻥ‪ ،‬ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ ﺭﺍ ﺩﺭ ﺗﻌﻴﻴﻦ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺳﺎﻟﻴﺎﻧﻪ ﺷﺎﻥ ﺭﺍﻫﻨﻤﺎﻳﻲ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﺝ( ﻳﺎﺩﮔﻴﺮﻧﺪﮔﻲ ﻣﺴﺘﻤﺮ‪:‬‬

‫ﺗﻘﻮﻳﺖ ﺗﻮﺍﻧﻤﻨﺪﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﺩﺭ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﺗﻜﻴﻪ ﺑﺮ ﺁﻣﻮﺯﺷﻬﺎﻱ ﻫﺪﻓﻤﻨﺪ ﻭ ﻋﻠﻤﻲ‪/‬ﻛﺎﺭﺑﺮﺩﻱ‪،‬‬
‫ﺯﻣﻴﻨﻪ ﭘﻮﻳﺎﻳﻲ‪ ،‬ﺧﻠﻖ ﻭ ﻧﻮﺁﻭﺭﻱ ﻭ ﺗﻐﻴﻴﺮ ﺑﺴﻮﻱ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻳﺎﺩﮔﻴﺮﻧﺪﻩ ﻭ ﺩﺍﻧﺶ ﻣﺤﻮﺭ ﺭﺍ ﺷﺘﺎﺏ ﺑﺨﺸﺪ‪.‬‬
‫ﻣﻬﺎﺭﺕﻫﺎ ﻭ ﺁﻣﻮﺯﺷﻬﺎﻱ ﻛﺎﺭﮔﺎﻫﻲ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻫﺮ ﭼﻪ ﻣﻮﺛﺮﺗﺮ ﻓﻌﺎﻟﻴﺘﻬﺎ ﺑﻪ ﭘﺮﺳﻨﻞ ﺍﺭﺍﺋﻪ‬
‫ﻼ ﺍﻓﺮﺍﺩ ﺩﺭ ﻗﻀﺎﻱ ﺗﻴﻤﻲ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖ ﻭ ﺍﺧﺘﻴﺎﺭ ﺣﻞ ﻣﺴﺎﺋﻞ ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ‬
‫ﻭ ﺑﺎ ﺗﺮﺑﻴﺖ ﻣﺮﻭﺟﻴﻦ ﺑﻬﺮﻩﻭﺭﻱ ﻋﻤ ﹰ‬
‫ﻭ ﺑﻬﺒﻮﺩ ﻓﺮﺁﻳﻨﺪ ﻭ ﻛﻴﻔﻴﺖ ﻣﺤﺼﻮﻝ‪ ،‬ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎﻱ ﺭﺿﺎﻳﺘﻤﻨﺪﻱ ﻣﺸﺘﺮﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺮﻏﻴﺐ ﻧﻤﺎﻳﺪ ﻛﻪ ﺧﻮﺩ‬
‫ﺯﻣﻴﻨﻪ ﻻﺯﻡ ﺭﺍ ﺑﺮﺍﻱ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺳﺎﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻣﻲ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﺩ( ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ‪:‬‬

‫ﭼﻬﺎﺭﺩﻩ ﺍﺻﻞ ﺩﻣﻴﻨﮓ ﺷﺎﻟﻮﺩﻩ ﺍﺻﻠﻲ ﻭ ﻣﻮﺗﻮﺭ ﻣﺤﺮﻙ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪.‬‬
‫ﺳﺎﺧﺘﺎﺭ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﺍﻟﻬﺎﻡ ﺍﺯ ﭼﺮﺧﻪ ‪ ،PDCA‬ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ ﺭﺍ ﺩﺭ ﺗﺤﺼﻴﻞ ﺍﻫﺪﺍﻑ ﺷﺎﻥ ﻳﺎﺭﻱ‬
‫ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻓﺮﺁﻳﻨﺪ ﻛﺎﺭﻱ ﻭ ﺍﻧﺠﺎﻡ ﺩﺭﺳﺖ ﻛﺎﺭ ﺩﺭﺳﺖ‪ ،‬ﺷﺎﻩ ﻛﻠﻴﺪ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺗﺤﻘﻖ ﺍﻳﻦ ﻣﻬﻢ‬
‫ﺍﺳﺖ‪ .‬ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﺑﻬﺒﻮﺩﻫﺎﻱ ﻛﻮﭼﻚ ﺩﺭ ﻋﻤﻠﻴﺎﺕ ﻓﺮﺍﻳﻨﺪﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺷﺮﻭﻉ ﮐﺮﺩﻩ ﻭ ﺑﺎ ﺍﻳﺠﺎﺩ‬
‫ﭘﺎﺭﺍﺩﺍﻳﻢ ﺟﺪﻳﺪ ﻇﺮﻓﻴﺖﻫﺎﻱ ﺑﺎﻟﻘﻮﻩ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺭﺍ ﺷﻔﺎﻑ ﻭ ﺑﺴﺘﺮ ﺗﺤﻘﻖ ﻣﻮﻗﻌﻴﺖﻫﺎ ﻭ ﻛﺎﻣﻴﺎﺑﻲﻫﺎﻱ‬
‫ﺑﺰﺭﮒ ﺭﺍ ﺟﻠﻮﻩ ﮔﺮ ﻣﻲﺳﺎﺯﺩ‪ ،‬ﻛﻪ ﺳﻤﺖ ﻭ ﺳﻮﻱ ﺁﻥ‪ ،‬ﺣﺎﻝ ﻭ ﻫﻮﺍﻱ ﺟﻬﺎﻧﻲ ﺷﺪﻥ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﻴﺶ ﺍﺯ ﭘﻴﺶ‬
‫ﻫﻮﻳﺪﺍ ﻣﻲﺳﺎﺯﺩ‪.‬‬

‫‪ PDCA‬ﭼﺮﺧﻪ ﺩﻣﻴﻨﮓ‬

‫‪A‬‬ ‫‪P‬‬

‫‪C‬‬ ‫‪D‬‬
 ‫ﭼﺮﺍ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺮﺍﯼ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ؟‬
‫ﻫﻤﺎﻧﻄﻮﺭ ﻛﻪ ﻣﻴﺪﺍﻧﻴﺪ‪ ،‬ﺩﺭ ﻋﺮﺻﻪ ﺭﻗﺎﺑﺖ ﻫﺰﺍﺭﻩ ﺳﻮﻡ‪ ،‬ﺩﮔﺮﺩﻳﺴﻲ ﻭ ﺗﻐﻴﻴﺮ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺍﺯ ﺍﻟﺰﺍﻣﺎﺕ ﺑﻲ‬
‫ﭼﻮﻥ ﻭ ﭼﺮﺍﻱ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﭘﻴﺸﺮﻭﻱ ﺩﻧﻴﺎﻱ ﺍﻣﺮﻭﺯ ﺍﺳﺖ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺩﺭ ﺗﺤﻘﻖ ﺍﻳﻦ ﻣﻬﻢ‪ ،‬ﺑﺎﻳﺪ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻧﺴﺎﻥ‬
‫ﻣﺤﻮﺭ ﺭﺍ ﺧﻠﻖ ﻛﻨﻴﻢ ﻛﻪ ﺩﺭ ﺁﻥ ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ ﻓﺮﺍﺗﺮ ﺍﺯ ﻳﻚ ﻧﮕﺎﻩ ﺑﻠﻜﻪ ﻳﻚ ﺍﺻﻞ ﺍﺳﺖ‪.‬‬
‫ﺍﻋﺘﻘﺎﺩ ﺭﻫﺒﺮﻱ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﻭ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺍﺯ ﻫﺮ ﻟﺤﺎﻅ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻱ ﻭ‬
‫ﺳﺎﺯﻣﺎﻥ ﺣﻴﺎﺗﻲ ﺍﺳﺖ‪ .‬ﮐﺎﺭﮐﻨﺎﻥ ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ ﺑﺎ ﺍﻓﺰﺍﻳﺶ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﺑﺎﻟﻘﻮﻩ ﺧﻮﺩ ﻭ ﺷﻨﺎﺳﺎﻳﻲ ﺿﻌﻒﻫﺎ‬
‫)ﻣﺴﺌﻠﻪ ﻫﺎ( ﻭ ﺍﺗﻼﻑ ﺯﺩﺍﻳﻲ ﺩﺭ ﻓﺮﺍﻳﻨﺪﻫﺎﯼ ﮐﺎﺭﯼ‪ ،‬ﺯﻣﻴﻨﻪ ﺗﺤﻮﻝ ﺩﺭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺑﻮﺟﻮﺩ ﺁﻭﺭﺩﻩ ﻛﻪ‬
‫ﺩﺭ ﺁﻥ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺧﻂ ﻣﻘﺪﻡ ﺍﻳﻦ ﺣﺮﻛﺖ‪ ،‬ﻫﻤﺴﻮ ﻭ ﻫﻤﮕﺮﺍ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺑﻴﻨﺶ‪ ،‬ﺭﺳﺎﻟﺖ ﻭ ﺍﺭﺯﺷﻬﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻥ ﺑﺴﻴﺞ ﻣﻲﮔﺮﺩﻧﺪ‪.‬‬
‫ﻫﻤﮕﺎﻥ‪ ،‬ﺑﻪ ﺗﻐﻴﻴﺮ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﺫﻋﺎﻥ ﺩﺍﺭﻧﺪ‪ ،‬ﺩﻳﮕﺮ ﻧﻤﻲﺗﻮﺍﻥ ﺑﺎ ﺣﺮﻛﺖ ﺩﻳﺮﻭﺯ ﭼﺮﺥ ﻓﺮﺩﺍﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﻪ‬
‫ﺣﺮﻛﺖ ﻭﺍﺩﺍﺷﺖ‪.‬‬

‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺟﻨﺒﺶ ﺍﺯ ﭘﺎﺋﻴﻦ ﺑﻪ ﺑﺎﻻﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‪:‬‬

‫ﺑﺮﻧﺎﻣﻪ ﺣﺮﻛﺖ ‪) GEMBA‬ﺍﺯ ﭘﺎﺋﻴﻦ ﺑﻪ ﺑﺎﻻ( ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﻛﻨﺎﺭ ﺳﺎﻳﺮ ﺑﺮﻧﺎﻣﻪ ﺳﺎﺯﻣﺎﻥ ﺗﻀﻤﻴﻦ ﻛﻨﻨﺪﻩ ﻧﺘﻴﺠﻪ‬
‫ﮔﺮﺍﻳﻲ ﺳﺎﺯﻣﺎﻥ ﻭ ﺭﺳﻴﺪﻥ ﺁﻥ ﺑﻪ ﺍﻫﺪﺍﻑ ﻃﺮﺍﺣﻲ ﺷﺪﻩ ﺁﻥ ﻣﻲ ﺑﺎﺷﺪ‪.‬‬
‫ﺩﺭ ﺍﻳﻨﺠﺎ ﻣﺼﺪﺭﺳﺎﺯﻱ ﻭ ﺑﺴﺘﺮﺳﺎﺯﻱ ﺩﺭ ﻛﻨﺎﺭ ﻳﻜﺪﻳﮕﺮ ﺻﻮﺭﺕ ﻣﻴﭙﺬﻳﺮﺩ‪ .‬ﭘﺎﻳﻠﻮﺕﻫﺎ ﻭ ﮔﺮﻭﻫﻬﺎﻱ ﻛﺎﺭﻱ ﺑﺎ‬
‫ﺍﻳﺠﺎﺩ ﻣﺪﻝ ﺍﻟﮕﻮ )‪ (Model shop‬ﺍﺯ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‪ ،‬ﺗﻐﻴﻴﺮ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺑﻪ‬
‫ﻋﻴﻨﻴﺖ ﻛﺎﺭﺑﺮﺩﻱ ﻣﺒﺪﻝ ﻣﻲﺳﺎﺯﺩ‪.‬‬

‫ﺗﻤﺮﻛﺰ ﺑﺮ ﺗﺤﻮﻝ ﻓﺮﻫﻨﮕﻲ ﺑﺮﺍﻱ ﻧﺘﻴﺠﻪ ﮔﺮﺍﻳﻲ ﺳﺎﺯﻣﺎﻥ ‪:‬‬

‫ﺑﺎ ﺍﺳﺘﻨﺎﺩ ﺑﻪ ﻣﺒﺎﻧﻲ ﻓﻮﻕ‪ ،‬ﺗﻮﺳﻌﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺑﺴﺘﺮﺳﺎﺯﻱ ﻭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻱ‪ ،‬ﻫﻤﺰﻣﺎﻥ ﺑﺎ ﺍﺗﮑﺎﺉ ﺑﺮ ﺁﻣﻮﺯﺷﻬﺎﻱ‬
‫ﻋﻠﻤﻲ‪/‬ﻛﺎﺭﺑﺮﺩﻱ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺗﺤﺼﻴﻞ ﻣﻴﮕﺮﺩﺩ‪.‬‬
‫ﺍﻳﺠﺎﺩ ﻓﻀﺎﻱ ﺍﻧﺠﺎﻡ ﺩﺭﺳﺖ ﻛﺎﺭ ﺩﺭﺳﺖ ﻃﻨﻴﻦ ﺍﻧﺪﺍﺯ ﺧﻮﺍﻫﺪﺷﺪ ﻭ ﺩﺭﻳﭽﻪﺍﻱ ﻧﻮ ﺑﺮﺍﻱ ﺗﻤﺎﻡ ﺍﻗﺪﺍﻣﺎﺕ ﻛﺎﺭﻱ‬
‫ﺍﻳﺠﺎﺩ ﻣﻴﮕﺮﺩﺩ‪ .‬ﻣﻮﻓﻘﻴﺘﻬﺎ ﻭﻗﺘﻲ ﺷﻜﻮﻓﺎ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﻣﮑﺎﻧﻴﺰﻣﻬﺎ ﺩﺭ ﻗﺎﻟﺐ ﺩﺳﺘﻮﺭ ﺍﻟﻌﻤﻞﻫﺎﻱ ﺁﺋﻴﻦ ﻧﺎﻣﻪﺍﻱ‬
‫ﻧﻬﺎﺩﻳﻨﻪ ﺷﺪﻩ ﻭ ﺩﺭ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺭﻭﺯﺍﻧﻪ ﺗﺄﺛﻴﺮ ﺑﮕﺬﺍﺭﻧﺪ‪.‬‬
‫ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺮﻧﺎﻣﻪﺍﻱ ﺟﺪﺍ ﺍﺯ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺗﻮﺳﻌﻪ ﺍﯼ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﺳﺎﺯﻣﺎﻥ ﻧﻴﺴﺖ ﺑﻠﻜﻪ ﺗﺪﺭﻳﺠﹰﺎ ﺗﻤﺎﻡ‬
‫ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺑﻬﺒﻮﺩﻭ ﺗﻮﺳﻌﻪ ﺑﺎﻳﺪ ﻃﺒﻖ ﺍﻳﻦ ﺁﺋﻴﻦ ﻧﺎﻣﻪﻫﺎ ﺑﻨﺎﺯﺳﺎﺯﻱ ﮔﺮﺩﺩ‪ .‬ﻣﻮﻓﻘﻴﺖ ﻭ ﺭﻣﺰ ﺑﻘﺎﻱ ﺍﻳﻦ ﺣﺮﻛﺖ ﺑﻪ‬
‫ﺗﻌﻬﺪ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ – ﺑﺎﻭﺭ ﻭ ﺩﺭﺟﻪ ﻧﻴﺎﺯ ﺳﻄﻮﺡ ﻣﺪﻳﺮﺍﻥ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ ﻭ ﺑﺎﻭﺭ ﻭ ﺗﻌﻬﺪ ﺑﺮﺍ ﺍﺟﺮﺍ ﺑﺎ ﺩﺭﻙ ﺍﻳﻦ‬
‫ﻧﻈﺎﻡﻫﺎ )ﻣﻜﺎﻧﻴﺰﻡ ﻫﺎ( ﺭﺍﺑﻄﻪ ﺩﺍﺷﺘﻪ ﻭ ﻣﻴﺰﺍﻥ ﺍﻟﺘﺰﺍﻡ ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﻓﺎﻛﺘﻮﺭ ﺑﺤﺮﺍﻧﻲ ﻣﻮﻓﻘﻴﺖ‬
‫ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪.‬‬
‫ﺑﺎ ﺑﻬﺮﻩ ﮔﻴﺮﻱ ﺍﺯ ﺗﻮﺭﻫﺎﻱ ﺁﻣﻮﺯﺵ ﻛﺎﺭﺑﺮﺩﻱ ﻛﺎﻳﺰﻥ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺧﺒﺮﮔﺎﻥ ﺍﻳﻦ ﺍﻣﺮ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﺍﺑﺘﺪﺍ ﺁﻣﻮﺯﺵ‬
‫ﻣﻲﺑﻴﻨﻨﺪ ﺗﺎ ﻣﻄﻤﺌﻦ ﺷﻮﻧﺪ ﻛﻪ ﺍﻳﻦ ﻣﻜﺎﻧﻴﺰﻡ ﺭﺍ ﺩﺭﻙ ﻣﻲﻧﻤﺎﻳﻨﺪ ﻭ ﺩﺭ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺭﻭﺯﻣﺮﻩ ﺧﻮﺩ ﺑﻜﺎﺭ ﻣﻴﮕﻴﺮﻧﺪ‪.‬‬
‫ﺑﻌﺪ ﺍﺯ ﺑﺴﻂ ﻭ ﺗﻮﺳﻌﻪ ﺁﻣﻮﺯﺵ ﺍﺯ ﺳﻄﻮﺡ ﺍﺭﺷﺪ ﺗﺎ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺭﻭﺳﺎ ﻭ ﺳﺮﭘﺮﺳﺘﺎﻥ ﺗﺎ ﻛﻒ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﭘﺮﺳﻨﻞ‬
‫ﺟﻮﻫﺮﻩ ﺍﺻﻞ ﺗﻐﻴﻴﺮ ﻭ ﺗﺤﻮﻝ ﺩﺭ ﺍﻣﺮ ﺗﻮﺳﻌﻪ ﺭﺍ ﻳﺎﻓﺘﻪ ﺍﻧﺪ ﻭ ﺩﺭ ﻧﻬﺎﻳﺖ ﺗﻤﺎﻡ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺑﻬﺒﻮﺩ ﻃﺒﻖ ﺣﺮﻛﺖ‬
‫ﺑﻬﺮﻩﻭﺭﻱ ﻣﻨﺴﺠﻢ ﺧﻮﺍﻫﺪ ﺷﺪ ﻭ ﺗﺤﻮﻝ ﺍﺻﻠﻲ ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺁﺷﻜﺎﺭ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﻧﺤﻮﻩ ﺁﻣﻮﺯﺷﻬﺎﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩ ﻭﺭﻱ‪:‬‬

‫ﻗﺎﻟﺐ ﺁﻣﻮﺯﺵ ﻗﻮﺍﺭﻩ ﻛﺎﺭﮔﺎﻫﻲ ﺩﺍﺭﺩ‪ ،‬ﭘﺲ ﺍﺯ ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺍﻳﻦ ﺗﻴﻢﻫﺎﻱ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺑﺮ ﻣﺒﻨﺎﻱ‬
‫ﻓﺮﺁﻳﻨﺪﻛﺎﺭﻱ ﺷﻜﻞ ﻣﻴﮕﻴﺮﻧﺪ ﻭ ﺁﻣﻮﺯﺵﻫﺎ ﺷﺎﻣﻞ ﻣﺪﻳﺮﺍﻥ ﺩﺭﮔﻴﺮ ﺩﺭ ﺁﻥ ﻓﺮﺁﻳﻨﺪ ﺗﺎ ﺳﻄﻮﺡ ﭘﺎﺋﻴﻦ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺍﺳﺖ‪.‬‬
‫ﺭﺋﻮﺱ ﻣﻄﺎﻟﺐ ﺩﺭ ﻣﻮﺿﻮﻋﺎﺕ ﺁﺭﺍﺳﺘﮕﻲ ﻓﻀﺎﻱ ﻛﺎﺭﻱ )‪ ،(5S‬ﻧﻈﺎﻡ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ )‪(Suggestion :(SS‬‬
‫)‪ ،System‬ﺭﻭﺵ ﺣﻞ ﻣﺴﺌﻠﻪ )‪ (Problem Solving‬ﺍﺯ ﻣﻨﻈﺮ ﮐﺎﻫﺶ ﻫﺰﻳﻨﻪ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺩﻳﺪﺍﺭﻱ )‬
‫‪ ،(Visual Management‬ﻛﺎﻳﺰﻥ )‪ -KAIZEN‬ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ( ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺑﺎﻳﺪ ﺍﺯ ﻣﻮﻓﻘﻴﺘﻬﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﭘﻴﺸﺮﻭ ﺁﻣﻮﺧﺖ ﻭ ﻣﻜﺎﻧﻴﺰﻣﻬﺎﻱ ﺭﺍ ﻣﺴﺘﻘﺮ ﺳﺎﺧﺖ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺑﺎﻳﺪ ﺍﺯ ﺑﺮﺟﺴﺘﮕﺎﻥ ﺑﻴﻦ ﺍﻟﻤﻠﻠﻲ ﻭ ﻣﻠﻲ‬
‫ﺩﺭ ﺍﻳﻦ ﻣﻬﻢ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩﻩ ﻭ ﻣﺮﻭﺟﻴﻨﻲ ﺭﺍ ﺗﺮﺑﻴﺖ ﻧﻤﻮﺩ ﺗﺎ ﺍﻧﺘﻘﺎﻝ ﭘﻴﺎﻡﻫﺎ ﻭ ﺁﻣﻮﺯﺵﻫﺎ ﺭﺍ ﺑﻪ ﺩﻳﮕﺮ ﺍﻓﺮﺍﺩ ﺳﺎﺯﻣﺎﻥ‬
‫ﺍﻧﺘﻘﺎﻝ ﺩﻫﻨﺪ‪ .‬ﺑﺎ ﺍﻳﺠﺎﺩ ﻣﻜﺎﻧﻴﺰﻡ ﺧﻮﺩ ﺁﻣﻮﺯﺷﻲ‪ ،‬ﺯﻣﺎﻥ ﺍﻧﺘﻘﺎﻝ ﺳﺮﻳﻌﺘﺮ ﺧﻮﺍﻫﺪ ﺷﺪ ﻭ ﺭﻭﻧﺪ ﺗﻮﺳﻌﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ‬
‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﺳﻴﺮ ﺻﻌﻮﺩﯼ ﺑﺨﻮﺩ ﺧﻮﺍﻫﺪ ﮔﺮﻓﺖ‪.‬‬

‫ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ‪:‬‬

‫ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﻟﺤﺎﻅ ﻣﺤﺪﻭﺩﻳﺘﻬﺎﻱ ﺍﺟﺮﺍﻳﻲ ﺩﺭ ﭼﻬﺎﺭ ﻣﺤﻮﺭ ﺑﺎ ﺗﻘﺪﻡ ﻭ ﺗﺄﺧﺮ ﻋﻤﻠﻴﺎﺗﻲ ﺁﻏﺎﺯ‬
‫ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫ﺍﻟﻒ( ﻧﻈﺎﻡ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ )‪(Suggestion System‬‬
‫ﺏ( ﻧﻈﺎﻡ ﺁﺭﺍﺳﺘﮕﻲ )‪(5S‬‬
‫ﺝ( ﻧﻈﺎﻡ ﺣﻞ ﻣﺴﺌﻠﻪ )‪(Problem Solving‬‬
‫ﺩ( ﻧﻈﺎﻡ ﻣﺪﻳﺮﻳﺖ ﺩﻳﺪﺍﺭﻱ )‪(Visual Management‬‬

‫ﺍﻟﺒﺘﻪ ﻗﺎﺑﻞ ﺫﻛﺮ ﺍﺳﺖ ﺑﺮ ﺍﺳﺎﺱ ﻣﺤﻮﺭﻳﺖ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﻛﻼﻥ ﻧﮕﺮ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺁﻥ‬
‫ﺍﻣﻜﺎﻥ ﺑﻬﺮﻩ ﮔﻴﺮﻱ ﺍﺯ ﺩﻳﮕﺮ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺍﺯ ﻗﺒﻴﻞ ﮐﺎﻫﺶ ﺯﻣﺎﻥ ﺗﻌﻮﻳﺾ ﻗﺎﻟﺒﻬﺎ ) ‪Single‬‬
‫‪ ،(Minutes Die Exchange‬ﺗﻌﻤﻴﺮﺍﺕ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺟﺎﻣﻊ ) ‪Total Productive‬‬
 ‫‪ ،(Maintenance‬ﻣﻲ ﺗﻮﺍﻧﺪ ﺩﻳﺪﻩ ﺷﻮﺩ ﻭﻟﻲ ﺍﺻﻮ ﹰ‬
‫ﻻ ﭼﻬﺎﺭ ﻧﻈﺎﻡ ﻓﻮﻕ‪ ،‬ﺑﺴﺘﺮ ﺍﺻﻠﻲ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ‬
‫ﻫﺮ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺗﻠﻘﻲ ﮔﺮﺩﺩ‪.‬‬

‫ﺍﻟﻒ( ﻧﻈﺎﻡ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ‪:‬‬

‫ﻳﻜﻲ ﺍﺯ ﻧﻈﺎﻣﻬﺎﻱ ﻣﺸﺎﺭﻛﺘﻲ ﻛﻪ ﺗﺎﺛﻴﺮ ﺍﻧﮕﻴﺰﺷﻲ ﺑﺎﻻﻳﻲ ﺩﺍﺭﺩ ‪ ،‬ﻧﻈﺎﻡ ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﻣﻲ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻧﻈﺎﻡ ﺗﺎﺛﻴﺮﺍﺕ‬
‫ﻻ ﻧﻈﺎﻡ ﻣﺸﺎﺭﻛﺘﻲ ﺑﻪ ﻧﻈﺎﻣﻲ ﺍﻃﻼﻕ ﻣﻴﺸﻮﺩ‬
‫ﺷﮕﺮﻓﻲ ﺭﺍ ﺑﺮ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺑﻜﺎﺭ ﮔﻴﺮﻧﺪﻩ ﺁﻥ ﺑﺠﺎﻱ ﻧﻬﺎﺩﻩ ﺍﺳﺖ‪ .‬ﺍﺻﻮ ﹰ‬
‫ﻛﻪ ﺑﺼﻮﺭﺕ ﻓﺮﺍﮔﻴﺮ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺩﺭ ﺳﻄﻮﺡ ﻭ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺳﺎﺯﻣﺎﻥ ﺑﻜﺎﺭ ﮔﻴﺮﺩ‪ .‬ﺍﺯ ﺁﻧﺠﺎ‬
‫ﻛﻪ ﺟﺎﻳﮕﺎﻩ ﺗﻌﺎﻟﻲ ﺍﻳﻦ ﻧﻈﺎﻣﻬﺎ ﺩﺭ ﻛﺸﻮﺭ ﮊﺍﭘﻦ ﺑﻮﺩﻩ ﺍﺳﺖ ﻻﺯﻡ ﺑﻨﻈﺮ ﻣﻴﺮﺳﺪ ﻛﻪ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﻣﺪﻳﺮﻳﺖ ﮊﺍﭘﻨﻲ‬
‫ﺭﺍ ﺗﺒﻴﻴﻦ ﻧﻤﺎﺋﻴﻢ‪ .‬ﺩﺭ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﻣﺪﻳﺮﻳﺖ ﮊﺍﭘﻨﻲ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻫﺪﻓﺪﺍﺭ ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﮔﺎﻫﻲ ‪ ،‬ﻣﺎ ﺑﻪ ﻧﻈﺎﻣﻬﺎﻱ‬
‫ﻣﻲ ﺧﻮﺭﻳﻢ ﻛﻪ ﻫﻤﮕﻲ ﺍﻳﻦ‬ ‫ﻣﺸﺎﺭﻛﺘﻲ ﻣﺎﻧﻨﺪ ﻧﻈﺎﻡ ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﺩﺭ ﺯﻳﺮ ﻣﺠﻤﻮﻋﻪ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﮔﺎﻫﻲ ﺑﺮ‬
‫ﻧﻈﺎﻣﻬﺎ ﺍﺯ ﻛﺎﻳﺰﻥ ﻳﺎ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺍﻟﻬﺎﻡ ﮔﺮﻓﺘﻪ ﺍﻧﺪ ‪.‬‬
 ‫ﺏ( ﻧﻈﺎﻡ ﺁﺭﺍﺳﺘﮕﻲ)‪:(5S‬‬
‫ﭘﺎﻳﻪ ﻭ ﺍﺳﺎﺱ ﺗﻤﺎﻡ ﺍﻣﻮﺭ ﺍﺟﺮﺍﻳﻲ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻧﻈﺎﻡ ﺩﺭ ﭘﻨﺞ ﻓﺎﺯ ﺍﺟﺮﺍﻳﻲ ﺫﻳﻞ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ‬
‫ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫‪ -١‬ﺳﺎﺯﻣﺎﻧﺪﻫﻲ – ﺟﺪﺍﺳﺎﺯﻱ ﺍﻗﻼﻡ ﺿﺮﻭﺭﻱ ﺍﺯ ﻏﻴﺮﺿﺮﻭﺭﻱ‬
‫‪ -٢‬ﻧﻈﻢ ﻭ ﺗﺮﺗﻴﺐ – ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻗﻼﻡ ﺿﺮﻭﺭﻱ ﺩﺭ ﻛﻤﺘﺮ ﺍﺯ ‪ ٤٥‬ﺛﺎﻧﻴﻪ‬
‫‪ -٣‬ﭘﺎﻛﻴﺰﻩ ﺳﺎﺯﻱ – ﻣﺸﺎﺭﻛﺖ ﺟﺎﻣﻊ ﺩﺭ ﺍﻣﺮ ﭘﺎﻛﻴﺰﻩ ﺳﺎﺯﻱ‬
‫‪ -٤‬ﺣﻔﻆ ﻭ ﻧﮕﻬﺪﺍﺭﻱ – ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺳﺎﺯﻱ ﺳﻪ ﻓﺎﺯ ﺍﻭﻝ‬
‫‪ -٥‬ﺍﻧﻈﺒﺎﻁ – ﻣﺸﺎﺭﻛﺖ ﻋﻤﻮﻣﻲ ﺩﺭ ﻫﻤﻴﺎﺭﻱ ﻭ ﻫﻤﻜﺎﺭﻱ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﺍﺯ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﺿﻌﻒ‬
‫ﺩﺭ ﺗﺤﻘﻖ ﺍﻳﻦ ﻣﻬﻢ ﺍﺯ ‪ ١٧‬ﻛﺎﺭ ﺑﺮﮒ ﻋﻤﻠﻴﺎﺗﻲ ‪ 5S‬ﺍﺳﺘﻔﺎﺩﻩ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺭﻭﺵ ﺍﺟﺮﺍ ﺑﺎ ﺑﻬﺮﻩ ﮒ ‪imulation‬‬
‫‪ ،Method‬ﭘﺎﻳﻠﻮﺕ ﻫﺎﻳﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﺧﻮﺍﻫﻨﺪ ﺷﺪ ﻛﻪ ﭘﻨﺞ ﻓﺎﺯ ﺍﺟﺮﺍﻳﻲ ﺩﺭﺁﻥ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ ﻭ‬
‫ﻼ ﻛﺎﺭﮔﺎﻫﻬﺎﻱ ﺁﻣﻮﺯﺷﻲ ﺩﺭ ﺍﻳﻦ ﻣﺤﻞﻫﺎ ﺍﻧﺠﺎﻡ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬
‫ﻋﻤ ﹰ‬

‫ﺗﻨﻮعﻣﺤﺼﻮل‬
‫آﺎهﺶ هﺰﻱﻨﻪ‬ ‫ﺑﻬﺒﻮد اﻱﻤﻨﻲ‬

‫اﻓﺰاﻱﺶ ﻣﻄﻠﻮب ﻣﻴﺰان‬

‫آﻴﻔﻴﺖ ﺑﺎﻻ‬ ‫ﺑﺮﻧﺎﻣﻪرﻱﺰي‬ ‫ﻋﻤﻠﻜﺮد‬
‫ﺗﺤﻮﻱﻞ ﺑﻪ ﻣﻮﻗﻊ‬
‫ﺗﻐﻴﻴﺮ ﻣﺴﺘﻤﺮ‬
‫ﺿﺎﻱﻌﺎتﺻﻔﺮ‬ ‫ﻧﻘﺼﻬﺎﺻﻔﺮ‬

‫ﺑ ﺪونﻋﻴﻮب‬ ‫ﺗﺎﺧﻴﺮﺻﻔﺮ‬ ‫ﺷﻜﺴﺘﻦﺻﻔﺮ‬

‫ﺁﺱﺎﻧﻲ در ك ﻣﺤﻴﻂ آﺎر‬ ‫ﺁﺷﻜﺎرﺱﺎزي ﻣﺸﻜﻼت در‬ ‫ﺗﺸﺨﻴﺺ ﻣﻜﺎﻧﻬﺎي ﺥﻄﺮﻧﺎ ك ازﻧﻈﺮ‬
‫ﺣ ﺬف ﻋﻴﻮب‬
‫ﺷﻨﺎﺥﺖ ﻣﻄﻠﻮب آﺎرﮔﺎهﻲ‬ ‫آﺎرﮔﺎﻩ‬ ‫اﻱﻤﻨﻲ‬

‫ﺣ ﺬف اﻱﺮادهﺎ در ﻧﮕﻬ ﺪارﻧ ﺪﻩ هﺎ و اﻧﺘﺨﺎب‬

‫ﺣ ﺬف ﻏﻴﺮﺽﺮوري ﻣﻮﺟﻮدي ﻃﻲ ﻓﺮ ﺁﻱﻨ ﺪ‬ ‫در ك ﻣﻄﻠﻮب و ﺏﻬﺘﺮ از ﻣﻠﺰوﻣﺎت‬
‫ﻗﻄﻌﺎت‬

‫اﻧﺒﺎرش ﻣﻨﺎﺱﺐ ﻣﻠﺰوﻣﺎت‬ ‫ﭘﺎآﻲ و ﺗﻤﻴﺰي ﻓﻀﺎي‬

‫ﺣ ﺬف اﻧﺒﺎرش ﻏﻴﺮﺽﺮوري‬ ‫اﻓﺰاﻱ ﺶ ﻃﻮل ﻋﻤﺮ ﺗﺠﻬﻴﺰات‬
‫ﺏﺎزرﺱﻲ‬ ‫آﺎرﮔﺎهﻲ‬

‫اﺱﺘﻘﺮار ﺟﺎﻧﻤﺎﻱﻲ هﺎ ﺏﺮاي‬ ‫ﺟﻠﻮﮔﻴﺮي از ﺷﻜﺴﺘﻦ‬

‫آﺎه ﺶ ﻣﻠﺰوﻣﺎت ﻏﻴﺮﺽﺮوري‬ ‫ﮔ ﺬاﺷﺘﻦ اﺷﻴﺎ‬

‫ﺏﻪ ﺣ ﺪاﻗﻞ رﺱﺎﻧ ﺪن ﺟﺴﺘﺠﻮي‬ ‫ﺏﻪ ﺣ ﺪاﻗﻞ رﺱﺎﻧ ﺪن ﺏﺮداﺷﺘﻦ و‬

‫ﮔﻤﺸ ﺪن آ ﻢ‬
‫ﺽﺎﻱﻌﺎت‬ ‫ﮔ ﺬاﺷﺘﻦﺽﺎﻱﻌﺎت‬

‫ﺱﺎﻣ ﺎﻧ ﺪه ﻲ‬ ‫ﻧﻈ ﻢ و ﺗﺮﺗﻴ ﺐ‬ ‫ﭘ ﺎآﻴﺰﮔ ﻲ‬

‫ﺣﻔ ﻆ و ﻧﮕﻬ ﺪاري‬

‫اﻧﻀﺒ ﺎ ط‬
 ‫ﺝ( ﻧﻈﺎﻡ ﺣﻞ ﻣﺴﺌﻠﻪ‪:‬‬
‫ﺭﻭﺵ ﺣﻞ ﻣﺴﺌﻠﻪ ﺗﻠﻔﻴﻘﻲ ﺍﺯ ﻧﻈﺎﻡ ﮊﺍﭘﻨﻲ ﺍﺗﻼﻑ ﺯﺩﺍﻳﻲ ﻭ ﺭﻭﺵ ﺣﻞ ﻣﺴﺌﻠﻪ ﺷﺶ ﮔﺎﻣﻲ ﺁﻣﺮﻳﻜﺎﻳﻲ ﺑﺎ ﻫﺪﻑ‬
‫ﮐﺎﻫﺶ ﻫﺰﻳﻨﻪ ﺑﻮﺩﻩ ﻛﻪ ﺩﺭ ﺍﻳﻨﺠﺎ ﺗﻴﻢﻫﺎ ﺑﻪ ﺩﻭ ﻗﺴﻤﺖ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﻣﻲﮔﺮﺩﺩ‪:‬‬
‫‪ -١‬ﺗﻴﻢﻫﺎﻱ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺩﺍﺧﻠﻲ ﻛﻪ ﺩﺭ ﺣﻮﺯﻩ ﻛﺎﺭﻱ ﺑﺮ ﺍﺳﺎﺱ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺷﻜﻞ ﻣﻲﮔﻴﺮﻧﺪ ﻛﻪ ﺗﻘﺪﻡ‬
‫ﺍﺳﺘﻘﺮﺍﺭ ﺁﻥ ﺳﺮﻳﻌﺘﺮ ﺍﺯ ﺗﻴﻢﻫﺎﻱ ﺍﺯ ﻧﻮﻉ ﺩﻭﻡ ﺍﺳﺖ‪.‬‬
‫‪ – ٢‬ﺗﻴﻢﻫﺎﻱ ﺑﻴﻦ ﺑﺨﺸﻲ ﻛﻪ ﺑﺎ ﻣﺤﻮﺭﻳﺖ ﻓﺮﺁﻳﻨﺪﻱ ﺍﺯ ﺗﺮﻛﻴﺐ ﺣﻮﺯﻩﻫﺎﻱ ﺩﻳﮕﺮ ﺍﻧﺘﺨﺎﺏ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺁﺋﻴﻦ ﻧﺎﻣﻪ‬
‫ﺍﺟﺮﺍﻳﻲ ﺍﻳﻦ ﻣﻜﺎﻧﻴﺰﻡ ﺟﻬﺖ ﺣﻔﻆ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺍﻗﺪﺍﻣﺎﺕ ﺁﺗﻲ ﺍﺭﺍﻳﻪ ﻣﻴﮕﺮﺩﺩ‪.‬‬
‫ﺩ – ﻣﺪﻳﺮﻳﺖ ﺩﻳﺪﺍﺭﻱ‪:‬‬
‫ﻣﺴﺘﻨﺪ ﺳﺎﺯﻱ ﺗﺼﻮﻳﺮﻱ ﺍﺯ ﺍﻗﺪﺍﻣﺎﺕ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺳﺮﻟﻮﺣﻪ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺍﻳﻦ ﺣﺮﻛﺖ ﺑﺸﻤﺎﺭ ﻣﻲﺭﻭﺩ‪ .‬ﺩﺭ‬
‫ﺍﻳﻦ ﻣﻜﺎﻧﻴﺰﻡ‪ ،‬ﻛﻠﻴﺪ ﻣﻮﺿﻮﻋﺎﺕ ﻣﺮﺗﺒﻂ ﺑﺎ ﺩﻳﺪﺍﺭﻱ ﺳﺎﺯﻱ ﺗﺼﻮﻳﺮﻱ ﻋﻤﻠﻴﺎﺗﻲ ﺍﺯ ﺑﻴﺮﻭﻥ ﺑﻪ ﺩﺍﺧﻞ ﻃﺮﺍﺣﻲ ﻣﻲ‬
‫ﮔﺮﺩﺩ‪.‬‬

‫ﺍﺭﺗﺒﺎﻁ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺎ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻜﻲ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ‪:‬‬

‫ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ )ﺍﺯ ﭘﺎﺋﻴﻦ ﺑﻪ ﺑﺎﻻ( ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺣﺮﻛﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺳﺎﺯﻣﺎﻥ‪-‬ﺑﺮﻧﺎﻣﻪ ﺑﻬﺒﻮﺩ )ﺍﺯ ﺑﺎﻻ ﺑﻪ ﭘﺎﺋﻴﻦ(‬
‫ﻣﻴﺒﺎﺷﺪ‪ .‬ﻳﻌﻨﻲ ﺑﻌﺪ ﺍﺯ ﺍﻳﻨﻜﻪ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ﺑﻄﻮﺭ ﺳﻴﺴﺘﻤﻲ ﺭﻭﻳﺖ ﺷﺪ‪ ،‬ﺍﺯ ﻫﺮ ﻳﻚ ﺍﺯ ﻭﺍﺣﺪﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ‪،‬‬
‫ﺭﺳﺎﻟﺖ ﻭﺍﺣﺪﻱ ﺍﻳﺠﺎﺩ ﻣﻲﻧﻤﺎﻳﻨﺪ ﻛﻪ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪ ﻣﺪﺕ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‪ ،‬ﺍﺩﺍﺭﻩﻫﺎ ﻭ ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ ﺭﺍ ﺑﻪ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻣﻬﻢ ﻗﺎﺩﺭ ﻣﻲﺳﺎﺯﺩ ﺗﺎ ﻫﺮ ﻳﻚ‬
‫ﺍﺯ ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ ﻳﻚ ﺩﺳﺘﻪ ﺍﻫﺪﺍﻑ ﺳﺎﻻﻧﻪ ﺍﻳﺠﺎﺩ ﻧﻤﻮﺩﻩ ﻛﻪ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪ ﻣﺪﺕ ﻣﻲ ﺑﺎﺷﺪ ﻭ‬
‫ﺑﺮﺍﻱ ﺗﺤﺼﻴﻞ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻳﻦ ﺍﻫﺪﺍﻑ‪ ،‬ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﻛﻨﺎﺭ ﺩﻳﮕﺮ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻭﻳﮋﻩ‬
‫ﻛﺎﺭﻱ ﺍﻳﺠﺎﺩ ﻣﻴﮕﺮﺩﺩ ﻛﻪ ﺗﻤﺮﻛﺰ ﺗﻤﺎﻡ ﻭ ﻛﻤﺎﻝ ﺁﻧﻬﺎ ﺑﺮ ﺗﺤﻘﻖ ﺁﻥ ﺍﻫﺪﺍﻑ ﺍﺳﺖ‪ .‬ﺗﺎﺋﻴﺪ ﺑﺮ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ‬
‫ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻋﻤﻠﻴﺎﺗﻲ ﻭ ﺗﺸﺨﻴﺺ ﻭ ﺗﻌﺮﻳﻒ ﺍﻫﺪﺍﻑ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺍﺳﺖ ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺗﻌﺎﻣﻞ‬
‫ﺣﺮﻛﺖ ﺑﻬﺮﻩ ﻭﺭﻱ ﻭ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﺴﻴﺎﺭ ﺣﻴﺎﺗﻲ ﻭ ﻣﻬﻢ ﻣﻲ ﺑﺎﺷﺪ‪.‬‬
 ‫ﻣﻮﺭﺩ ﻛﺎﻭﻱ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﺷﺮﻛﺖ ﺳﺎﻳﭙﺎ ‪:‬‬

‫ﺳﺎﺧﺘﺎﺭ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺩﺭ ﺷﺮﻛﺖ ﺳﺎﻳﭙﺎ )ﻧﻀﺎﻡ ﻳﻜﭙﺎﺭﭼﻪ ﺑﻬﺒﻮﺩ ﻛﻴﻔﻴﺖ (‪:‬‬
‫ﺳﺎﺧﺘﺎﺭ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺍﺯ ﺑﺨﺸﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺑﺮ ﻣﺒﻨﺎﯼ ﻣﮑﺎﻧﻴﺰﻣﻬﺎﯼ ﺣﺮﮐﺖ ﺑﻬﺮﻩ ﻭﺭﯼ ﺗﺸﻜﻴﻞ ﺷﺪﻩ‬
‫ﺍﺳﺖ‪ .‬ﺳﻴﺎﺳﺘﮕﺬﺍﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻛﻪ ﺑﺮ ﻋﻬﺪﻩ ﻛﻤﻴﺘﻪ ﺭﺍﻫﺒﺮﻱ ﻭﺍﺳﺘﻘﺮﺍﺭ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻧﻈﺎﻡﻫﺎ ﺑﺮ ﻋﻬﺪﻩ ﺗﻴﻢ ﻫﺎﻱ‬
‫ﺑﻬﺮﻩ ﻭﺭﻱ ﻫﺮ ﺣﻮﺯﻩ ﻛﺎﺭﻱ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﻗﻠﺐ ﻭ ﻧﺒﺾ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺮ ﻋﻬﺪﻩ ﺗﻴﻢ ﻫﺎﻱ ﺑﻬﺮﻩ ﻭﺭﻱ ﻫﺮ ﺣﻮﺯﻩ ﻣﻴﺒﺎﺷﺪ ‪ .‬ﺍﺭﺗﺒﺎﻁ ﺗﻴﻢ ﻫﺎﻱ ﺑﻬﺮﻩ ﻭﺭﻱ‬
‫ﺗﻮﺳﻂ ﺍﻋﻀﺎﻱ ‪) KPO‬ﻣﺮﻭﺟﻴﻦ ﺑﻬﺮﻩ ﻭﺭﻱ( ﺍﻳﻦ ﻛﻤﻴﺘﻪﻫﺎ ﺻﻮﺭﺕ ﻣﻲﭘﺬﻳﺮﺩ‪.‬‬
‫ﻛﻤﻴﺘﻪ ﻋﺎﻟﻲ ﺑﻬﺮﻩ ﻭﺭﻱ ﻣﺘﺸﻜﻞ ﺍﺯ ﺟﻤﻌﻲ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻛﻪ ﻓﺮﺩ ﻓﺮﺩ ﺁﻧﻬﺎ‪ ،‬ﺗﻌﻬﺪ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﻳﺠﺎﺩ ﻭ‬
‫ﺗﺴﻬﻴﻞ ﺑﺮ ﺗﺤﺼﻴﻞ ﺍﻫﺪﺍﻑ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺍﺭﺍ ﻫﺴﺘﻨﺪﻣﻲ ﺑﺎﺷﺪ‪.‬‬
‫ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ‪ ،‬ﻛﻤﻴﺘﻪ ﺗﻴﻤﻲ ﺍﺳﺖ ﻛﻪ ﺍﻋﻀﺎﻱ ﺁﻥ ﺩﺭ ﺍﻳﺠﺎﺩ ﺍﻫﺪﺍﻑ ﻣﺸﺘﺮﻙ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﻳﻚ‪ ،‬ﻣﻮﺍﻓﻘﺖ ﻭ‬
‫ﻼ‬
‫ﺣﻤﺎﻳﺖ ﻣﻲﻛﻨﻨﺪ ﺗﺎ ﺩﺭ ﺁﻳﻨﺪﻩ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺮﺳﻴﻢ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺍﺯ ﺟﻤﻠﻪ ﻧﻘﺸﻬﺎﻱ ﺍﻳﻦ ﻛﻤﻴﺘﻪ ﺫﻳ ﹰ‬
‫ﺍﺷﺎﺭﻩ ﻣﻲﮔﺮﺩﺩ‪:‬‬

‫ﺩﺭﻙ ﻣﻔﺎﻫﻴﻢ ﺑﻬﺮﻩﻭﺭﻱ‪ ،‬ﺑﺎﻭﺭ ﺩﺭ ﺍﺣﻜﺎﻡ ﻭ ﺗﻌﻬﺪ ﺑﺮ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻣﻜﺎﻧﻴﺰﻡ ﻫﺎ‬
‫ﺍﺭﺯﻳﺎﺑﻲ ﺗﻮﺍﻧﺎﺋﻴﻬﺎ ﻭ ﺿﻌﻔﻬﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻧﻈﺎﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﺷﻨﺎﺳﺎﻳﻲ ﺁﻣﻮﺯﺷﻬﺎ ﻭ ﻣﻬﺎﺭﺗﻬﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺣﺬﻑ ﺿﻔﻌﻬﺎ‬
‫ﺍﻳﺠﺎﺩ ﻳﻚ ﺑﻴﻨﺶ ﻣﺸﺘﺮﻙ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﻣﻮﺿﻮﻉ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﺍﻳﺠﺎﺩ ﺍﻫﺪﺍﻑ ﻛﻮﺗﺎﻩ ﻣﺪﺕ‪ ،‬ﻣﻴﺎﻥ ﻣﺪﺕ ﻭ ﺑﻠﻨﺪ ﻣﺪﺕ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﺷﺎﺧﺺ ﺩﺭﺟﻪ‪ ،‬ﻣﻌﻴﺎﺭﻫﺎﻱ ﺳﻨﺠﺶ ﺑﺮ ﺍﻫﺪﺍﻑ ﺑﻬﺮﻩﻭﺭﻱ )ﻳﻜﺴﺎﻟﻪ‪ ،‬ﺳﻪ ﺳﺎﻟﻪ‪ ،‬ﭘﻨﺞ ﺳﺎﻟﻪ(‬
‫ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺗﻴﻤﻲ ﻣﻨﺘﺨﺐ ﺩﺭ ﺗﺤﺼﻴﻞ ﺍﻫﺪﺍﻑ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﻧﻈﺎﺭﺕ ﺑﺮ ﺗﺸﻜﻴﻞ ﺗﻴﻢﻫﺎ ﻭ ﺍﻧﺘﺨﺎﺏ ﺗﻴﻢﻫﺎ‬
‫ﺩﺭﻳﺎﻓﺖ ﮔﺰﺍﺭﺷﺎﺕ ﻛﻤﻴﺘﻪﻫﺎﻱ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﺑﺴﻴﺞ ﺗﻤﺎﻡ ﭘﺮﺳﻨﻞ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺍﻫﺪﺍﻑ ﺑﻬﺮﻩﻭﺭﻱ )ﺟﻬﺖ ﺗﻮﺟﻪ ﻭ ﺗﻤﺮﻛﺰ ﻓﻌﺎﻟﻴﺖ(‬
‫ﺗﺮﻭﻳﺞ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻭ ﺳﻴﺴﺘﻢ ﻣﺸﺎﺭﻛﺖ ﺑﺮ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ‬
‫ﺍﺭﺯﻳﺎﺑﻲﻫﺎﻱ ﺩﻭﺭﻩﺍﻱ‬
 ‫ﮔﺎﻣﻬﺎﻱ ﺍﺟﺮﺍﻳﻲ ﺩﺭ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺣﺮﻛﺖ ﺑﻬﺮﻩ ﻭﺭﻱ ‪:‬‬
‫‪ -١‬ﺣﺮﻛﺖ ﻓﺮﻫﻨﮕﻲ‪:‬‬
‫ﺗﻜﺜﻴﺮ ﺑﺴﺘﻪ ﺑﻬﺮﻩﻭﺭﻱ ﺑﻬﻤﺮﺍﻩ ﻫﻔﺖ ﺭﺍﻫﻨﻤﺎﻱ ﺁﻣﻮﺯﺷﻲ‪/‬ﻛﺎﺭﺑﺮﺩﻱ ﺩﺭ ﻣﺒﺎﺣﺚ ﺑﻬﺮﻩﻭﺭﻱ‬ ‫○‬
‫ﺗﻜﺜﻴﺮ ﻣﺎﻫﻨﺎﻣﻪ ﺁﻳﻨﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﺑﺸﻜﻞ ﻣﺎﻫﻴﺎﻧﻪ ﺑﻪ ﻛﻠﻴﻪ ﺣﻮﺯﻩﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ‬ ‫○‬
‫ﺳﻤﻴﻨﺎﺭﻫﺎﻱ ﮔﺮﺩﻫﻤﺎﻳﻲ ﻣﺪﻳﺮﺍﻥ – ﺭﻭﺳﺎ ﻭ ﺳﺮﭘﺮﺳﺘﺎﻥ ﻫﺮ ﺷﺶ ﻣﺎﻩ ﻳﻜﺒﺎﺭ ‪ -‬ﺩﻭ ﺭﻭﺯﻩ‬ ‫○‬
‫ﺳﻤﻴﻨﺎﺭ ﻭ ﺑﺎﺯﺩﻳﺪﻫﺎﯼ ﺩﺍﺧﻠﯽ ﻭ ﺧﺎﺭﺟﯽ‬ ‫○‬
‫ﭘﺮﻭﺭﺵ ﻣﺮﻭﺟﻴﻦ ﺑﻬﺮﻩﻭﺭﻱ‬ ‫○‬

‫‪ -٢‬ﺣﺮﻛﺖ ﻋﻤﻠﻴﺎﺗﻲ ‪:‬‬

‫‪ -‬ﻣﻌﺮﻓﻲ ﺳﺎﺧﺘﺎﺭ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﺷﺮﻭﻉ ﺍﻭﻟﻴﻦ ﻣﺮﺣﻠﻪ ﺑﺎ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺯﻣﺎﻥ ﻣﻴﺒﺎﺷﺪ‪ .‬ﺑﺎ ﺗﻌﻬﺪ ﻛﺎﻣﻞ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﺍﺟﺮﺍﻱ ﻗﻮﺍﻧﻴﻦ ﻭ ﺁﺋﻴﻦ‬
‫ﻧﺎﻣﻪﻫﺎ ﻭ ﺑﻮﺩﺟﻪ ﺑﻨﺪﻱ ﻣﻤﻜﻦ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺩﻳﺪﮔﺎﻩ ﻣﺪﻳﺮﻳﺖ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺭﻭﺵ ﻭ ﺗﻔﺴﻴﺮ‬
‫ﻣﻴﮕﺮﺩﺩ‪.‬‬
‫× ﺗﺨﺼﻴﺺ ﺑﻮﺩﺟﻪ ﺑﻬﺮﻩﻭﺭﻱ‬
‫× ﺿﺮﻭﺭﺕ ﻭ ﺍﻟﺰﺍﻡ ﺑﻪ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‬
‫× ﺗﻌﻬﺪ ﺑﻪ ﺍﺟﺮﺍﻱ ﻣﻜﺎﻧﻴﺰﻡﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ‬
‫ﻼ‬
‫ﺑﻌﺪ ﺍﺯ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺍﺳﺖ ﻛﻪ ﺍﻋﻀﺎﻱ ﻛﻤﻴﺘﻪ ﺭﺍﻫﺒﺮﯼ ﻭ ﺗﻴﻢ ﻫﺎﻱ ﺑﻬﺮﻩﻭﺭﻱ ﺷﻜﻞ ﺍﺟﺮﺍﻳﻲ ﮔﺮﻓﺘﻪ ﻭ ﻋﻤ ﹰ‬
‫ﻛﻤﻴﺘﻪﻫﺎ ﻣﺎﻣﻮﺭﻳﺖ ﺗﻮﺳﻌﻪ ﻧﻈﺎﻣﻬﺎﯼ ﺧﻮﺩ ﺭﺍ ﺑﺮ ﻋﻬﺪﻩ ﻣﻴﮕﻴﺮﻧﺪ‪.‬‬
‫ﺍﻳﻦ ﺣﺮﻛﺖ ﻛﻪ ﺳﺎﺧﺘﺎﺭ ﺁﻥ ﺩﺭ ﺍﺩﺍﻣﻪ ﺑﻪ ﺗﺼﻮﻳﺮ ﻛﺸﻴﺪﻩ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﺧﻮﺩ ﻧﻤﺎﻳﻨﮕﺮ ﺍﺭﺗﺒﺎﻁ ﻣﻜﺎﻧﻴﺰﻡ ﻫﺎﻱ‬
‫ﺑﻬﺮﻩ ﻭﺭﻱ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺳﺎﺯﻣﺎﻥ ﻣﻲ ﺑﺎﺷﺪ ﻭ ﺑﺎ ﻳﻜﭙﺎﺭﭼﻪ ﺑﻮﺩﻥ ﻧﻈﺎﻡ ﻫﺎﻱ ﺑﻬﺮﻩ ﻭﺭﻱ ﺣﺮﻛﺖ ﺑﻬﺒﻮﺩ ﻭ‬
‫ﺩﺭ ﻧﺘﻴﺠﻪ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻧﻲ ﺗﻀﻤﻴﻦ ﻣﻲ ﮔﺮﺩﺩ‪.‬‬
 ‫‪ -٣‬ﭘﺎﻳﻪ ﮔﺬﺍﺭﻱ ﺗﺤﻮﻝ ﻓﺮﻫﻨﮕﻲ ‪:‬‬
‫ﺑﺎ ﺑﺮﮔﺰﺍﺭﻱ ﻧﺸﺴﺘﻬﺎﻱ ﺩﻭﺭﻩﺍﻱ ﺩﺭ ﺳﻄﻮﺡ ﻣﺪﻳﺮﻳﺖ – ﺭﻳﺎﺳﺖ ﻭ ﺳﺮﭘﺮﺳﺘﺎﻥ ﺯﻣﻴﻨﻪ ﺩﮔﺮﺩﻳﺴﻲ ﻓﺮﻫﻨﮕﻲ ﺑﺎ‬
‫ﻫﺪﻑ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﺁﻏﺎﺯ ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫ﻟﻴﺴﺖ ﺁﻣﻮﺯﺷﻬﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫‪ (١‬ﺷﻨﺎﺧﺖ ﺗﻔﻜﺮ ﻭ ﺗﻮﻟﻴﺪ ﻧﺎﺏ‪ :‬ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﭘﻴﺸﺮﻭ ﺑﺎ ﻭﺍﻛﻨﺶ ﺳﺮﻳﻊ ﭼﮕﻮﻧﻪ ﻋﻤﻞ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬
‫‪ (٢‬ﺭﺿﺎﻳﺘﻤﻨﺪﻱ ﻣﺸﺘﺮﻱ‪ :‬ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﺍﻳﻨﻜﻪ ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ ﻛﻠﻴﺪ ﻣﻮﻓﻘﻴﺘﻬﺎﻱ ﺁﻳﻨﺪﻩ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫‪ (٣‬ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ‪ :‬ﭘﺎﻳﻪ ﻭ ﺍﺳﺎﺱ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻛﻠﻴﺪ ﺩﻳﮕﺮ ﺑﺮﺍﻱ ﺭﻗﺎﺑﺖ ﺑﺎ ﺭﻗﺒﺎﺳﺖ‪.‬‬
‫ﻧﺘﻴﺠﻪ‪ :‬ﺑﺴﺘﺮﺳﺎﺯﻱ ﺩﺭﻙ ﺻﺤﻴﺢ ﺍﺯ ﺣﺮﻛﺖ ﺑﻬﺮﻩﻭﺭﻱ‬

‫‪ -٤‬ﺁﺭﺍﺳﺘﮕﻲ ﻓﻀﺎﻱ ﻛﺎﺭﻱ )‪:(5S‬‬

‫ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﭘﺎﻳﻪ ﺭﻳﺰﻱ ﺗﺤﻮﻝ ﺩﺭ ﻛﻒ ﻛﺎﺭﺧﺎﻧﻪ ﺍﺳﺖ‪ .‬ﻛﻪ ﺩﻭﺭﻩ ﺍﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ – ﻣﺪﻳﺮﻳﺖ‬
‫ﺍﺗﻼﻑﻫﺎ ﻣﺪﻳﺮﻳﺖ ﺟﻠﺴﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺭﺍﻫﻜﺎﺭﻱ ﻋﻤﻠﻲ ﺩﺭ ﺍﻳﺠﺎﺩ ﭘﺎﺭﺍﺩﺍﻳﻢ ﻭ ﺭﻭﺵ ﺟﺪﻳﺪ ﺑﺮﺍﺳﺎﺱ ﺍﺗﻼﻑ‬
‫ﺯﺩﺍﻳﻲ ﻭ ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ ﺑﺎﺷﺪ‪.‬‬
‫ﻧﺘﻴﺠﻪ‪ :‬ﺍﻳﺠﺎﺩ ﺍﺛﺮﺑﺨﺸﻲ ﻭ ﻛﺎﺭﺍﻳﻲ ﺩﺭ ﻓﻀﺎﻱ ﻋﻤﻠﻴﺎﺗﻲ ﻭ ﺍﺭﺗﻘﺎﻱ ﺭﻭﺣﻴﻪ ﻛﺎﺭﻛﻨﺎﻥ‬
‫‪ -٥‬ﻣﺪﻳﺮﻳﺖ ﻭ ﺭﻫﺒﺮﻱ ‪:‬‬
‫ﺩﺭ ﺳﻤﻴﻨﺎﺭﻫﺎﻱ ﺳﻄﻮﺡ ﺳﺮﭘﺮﺳﺘﻲ ﺗﻤﺎﻳﺰ ﺑﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻭ ﺭﻫﺒﺮﻱ ﻣﺸﺨﺺ ﻣﻴﮕﺮﺩﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺳﺎﺯ ﻭ ﻛﺎﺭ ﻫﺮ ﺩﻭ‬
‫ﺭﻭﺵ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺳﻬﻴﻢ ﺍﻧﺪ ﻭ ﻫﺮ ﺩﻭ ﻣﻬﺎﺭﺕ ﺑﺎﻳﺪ ﺑﻪ ﺧﻮﺑﻲ ﺍﺩﺭﺍﻙ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ‪.‬‬
‫ﺁﻣﻮﺯﺷﻬﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﻓﺮﻕ ﺑﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻭ ﺭﻫﺒﺮﻱ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫• ﺭﻫﺒﺮﻱ ﻣﺸﺎﺭﻛﺘﻲ ﻭ ﺳﺒﻚﻫﺎﻱ ﺁﻥ‬
‫• ﻗﺪﺭﺕ ﻭ ﻧﻔﻮﺫ‬
‫• ﺧﺮﻭﺝ ﺍﺯ ﺑﺤﺮﺍﻥ‬
‫• ﻫﻔﺖ ﻋﺎﺩﺕ ﺍﻓﺮﺍﺩ ﻣﻮﺛﺮ‬
‫• ﺍﻧﺴﺎﻧﻬﺎﻱ ﻣﻮﺛﺮ‬
‫ﻧﺘﻴﺠﻪ‪ :‬ﺗﻔﺴﻴﺮ ﭘﺎﺭﺍﺩﺍﻳﻢ ﺳﻄﻮﺡ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﻣﻘﻮﻟﻪ ﻣﺪﻳﺮﻳﺖ‬

‫‪ -٦‬ﺭﻭﺵ ﺣﻞ ﻣﺴﺌﻠﻪ‪:‬‬
‫ﺍﺷﺎﻋﻪ ﻓﺮﻫﻨﮓ ﺗﻴﻤﻲ ﺩﺭ ﻣﻮﺿﻮﻋﺎﺕ ﺫﻳﻞ‪:‬‬
‫• ﺷﻨﺎﺳﺎﻳﻲ ﻓﺮﻕ ﺑﻴﻦ ﻛﺎﺭ ﺗﻴﻤﻲ ﻭ ﮔﺮﻭﻫﻲ‬
 ‫• ﻛﺎﺭ ﺗﻴﻤﻲ ﺑﺎ ﺍﻫﺪﺍﻑ ﻣﺸﺘﺮﻙ – ﺗﻼﺵ ﻭ ﻛﻮﺷﺶ ﻫﻤﮕﺎﻧﻲ ﺑﺎ ﺭﻭﺍﺑﻂ ﺻﺤﻴﺢ ﺗﺠﺮﺑﻪ ﻣﻲﺷﻮﺩ‪.‬‬
‫• ﺗﻌﻬﺪ ﺑﻪ ﺍﻋﻀﺎ‪ -‬ﺍﺣﺘﺮﺍﻡ ﺑﻪ ﺭﻫﺒﺮ ﺗﻴﻢ ﻭ ﺍﻋﻀﺎ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻣﻲﺷﻮﺩ‪.‬‬
‫• ﻓﺮﻫﻨﮓ ﻛﺎﺭ ﺗﻴﻤﻲ ﺁﻣﻮﺯﺵ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪.‬‬
‫• ﻣﻮﺍﻧﻊ ﻛﺎﺭ ﺗﻴﻤﻲ ﺷﻨﺎﺧﺘﻪ ﻣﻲﺷﻮﺩ‪.‬‬
‫• ﺳﻴﺮ ﺗﻜﺎﻣﻞ ﮔﺮﻭﻩ ﺗﺎ ﺗﻴﻢ ﺧﻮﺩ ﻣﺨﺘﺎﺭ ﺑﺮﺭﺳﻲ ﻭ ﺩﻧﻴﺎﻝ ﻣﻲﺷﻮﺩ‪.‬‬
‫• ﻣﺴﺌﻮﻟﻴﺘﻬﺎ ﻭ ﭘﺎﺳﺨﮕﻮﺋﻴﻬﺎ ﺷﻨﺎﺧﺘﻪ ﻭ ﺍﺟﺮﺍ ﻣﻲﺷﻮﺩ‪.‬‬
‫• ﺍﺭﺗﺒﺎﻁ ﺣﻮﺯﻩ ﻣﺴﺎﺋﻞ ﺑﺎ ﺭﻭﺵﻫﺎﻱ ﺗﻴﻤﻲ ﺗﻘﻮﻳﺖ ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫• ﺗﻌﺮیﻒ ﺑﺮﻧﺎﻣﻪ ﺳﺎﻟیﺎﻧﻪ ﮐﺎﻫﺶ ﻫﺰیﻨﻪ‬
‫ﻼ‬
‫ﻧﺘﻴﺠﻪ‪ :‬ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﻣﺠﺎﺯﻱ ﻫﻤﺮﺍﻩ ﺑﺎ ﺳﻴﻨﺮﮊﻱ ﻭ ﻗﺪﺭﺕ ﻣﺤﺮﻛﻪ ﺗﻴﻤﻲ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻣﻌﺮﻑ ﻣﻲﮔﺮﺩﺩ ﻭ ﻋﻤ ﹰ‬
‫ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺣﻞ ﻧﻘﺎﻁ ﺿﻌﻒ ﻭ ﺍﺗﻼﻓﻬﺎ ﺑﺎ ﻛﻤﻚ ﺭﻭﺵﻫﺎﻱ ﺣﻞ ﻣﺴﺌﻠﻪ ﺳﺎﺯﻣﺎﻧﻲ ﺻﻮﺭﺕ ﻣﻲﭘﺬﻳﺮﺩ‪.‬‬

‫‪ -٧‬ﻣﺪﻳﺮﻳﺖ ﻓﺮﺁﻳﻨﺪ ‪:‬‬

‫ﺁﻣﻮﺯﺵ ﻫﻔﺖ ﺍﺑﺰﺍﺭ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺭﻭﺷﻬﺎﻱ ﺣﻞ ﻣﺸﻜﻼﺕ ﻓﺮﺁﻳﻨﺪ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﻨﻮﻥ ﺁﻣﺎﺭﻱ ﭼﻮﻥ ﻧﻤﻮﺩﺍﺭ‬
‫ﺟﺮﻳﺎﻥ ﻛﺎﺭ‪ ،‬ﺑﺮﮔﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪ ،‬ﻧﻤﻮﺩﺍﺭ ﭘﺎﺭﺗﻮ‪ ،‬ﺩﻳﺎﮔﺮﺍﻡ ﻋﻠﺖ ﻭ ﻣﻌﻠﻮﻝ‪ ،‬ﺩﻳﺎﮔﺮﺍﻡ ﻣﺎﺗﺮﻳﺲ ﻭ ﺩﻳﺎﮔﺮﺍﻡ‬
‫ﺩﺭﺧﺘﻲ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻭ ﺑﻬﺮﻩ ﺑﺮﺩﺍﺭﻱ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪.‬‬
‫ﻧﺘﻴﺠﻪ‪ :‬ﺩﺭ ﻛﻨﺎﺭ ﺭﻭﺷﻬﺎﻱ ﺣﻞ ﻣﺴﺌﻠﻪ‪ ،‬ﻧﮕﺎﻩ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﺑﺎ ﻛﻤﻚ ﻫﻔﺖ ﺍﺑﺰﺍﺭ ﺩﺭ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ﺗﻮﺳﻌﻪ‬
‫ﻣﻲﻳﺎﺑﺪ‪.‬‬

‫‪A‬‬ ‫‪P‬‬ ‫‪ -٨‬ﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ‪:‬‬

‫‪C‬‬ ‫‪D‬‬ ‫ﻬ ﻮﺩ ﻓﺮﺁ ﺪﻫﺎﻱ ﻛﺎﺭﻱ‬
‫‪A‬‬ ‫‪P‬‬
‫ﺎ ﻣﺴ ﻤﺮ ﺷﺎﻣﻞ ﻤﺎﻡ ﻋﻤﻠ ﺎ ﻲ‬
‫‪C‬‬ ‫‪D‬‬
‫‪A‬‬ ‫‪P‬‬ ‫ﺳﺖ ﻛﻪ ﻣ ﺠﺮ ﻪ ﻬ ﻮﺩ ﻓﺮﺁ ﺪ ﻛﺎﺭﻱ ﻣ ﮕﺮﺩﺩ‬

‫‪C‬‬ ‫‪D‬‬ ‫ﻭ ﺩﺭ ﺤﺼ ﻞ ﻫﺪ ﻑ ﺳﺎﺯﻣﺎ ﻲ ﻪ ﻣﺎ ﻛﻤﻚ ﻣﻲ ﻤﺎ ﺪ ﻬ ﻮﺩ‬

‫ﻮﺳ ﻠﻪ ﻓﺮﺩ ) ﺷﺎﺭﻩ ﻪ ﻈﺎﻡ ﺸ ﻬﺎﺩ ﺕ( ﻭ ﺎ ﻚ ﻢ ) ﺷﺎﺭﻩ ﻪ ﺭﻭﺵ ﺣﻞ‬
‫ﻣﺴ ﻠﻪ ﻭ ‪ (5S‬ﺷ ﺎﺳﺎ ﻲ ﺷﺪﻩ‪ ،‬ﺴﻂ ﻭ ﻮﺳﻌﻪ ﺎﻓ ﻪ ﻭ ﻬﺎ ﹰﺎ ﺠﺎﻡ ﻣﻲﺷﻮﺩ‬
‫ﺧ ﺎﺭ ﺭﺳﻤﻲ ﻭ ﻣﺠﺎﺯﻱ ﻠﻔ ﻘﻲ ﺳﺖ ﺯ ﻢﻫﺎﻱ ﺩ ﺧﻠﻲ ﻭ ﻓﺮ ﺨﺸﻲ ﻛﻪ ﺎ ﻣﺤﺪﻭﺩ ﺖ ﭼﻬﺎﺭ ﺭ ﻩ ﺻﻠﻲ‬
‫ﺩﻣ ﮓ ﻣﺎﻣﻮﺭ ﺖ ﺤﻘﻖ ﻫﺪ ﻑ ﺳ ﺮ ﮋ ﻚ ﺳﺎﻻ ﻪ ﺭ ﻣﻤﻜﻦ ﻣﻲﺳﺎﺯ ﺪ‬
‫ﻤﻬﺎﻱ ﻓﺮﺁ ﺪ ﻣﺤﻮﺭ ﻭ ﻓﺮ ﺨﺸﻲ ﺸﻜﻞ ﻢﻫﺎﻱ ﺭﺳﻤﻲ ﺸﻜﻞ ﺮﻭﮊﻩ ﻱ ﺠﺎﻡ ﻭﻇ ﻔﻪ ﻣﻲ ﻤﺎ ﺪ ﺁﻣﻮﺯﺵ‬
‫ﺣﺮﻛﺖ ﻬﺮﻩﻭﺭﻱ ﺎ ﻦ ﻤﻬﺎﻱ ﺭﺳﻤﻲ ﺷﺮﻭﻉ ﻭ ﺴﻂ ﻭ ﻮﺳﻌﻪ ﺁﻥ ﺩﺭ ﻓﺮﺁ ﺪﻫﺎﻱ ﻛﺎﺭﻱ ﻮﺳﻂ ﻢﻫﺎﻱ‬
‫ﻏ ﺮ ﺭﺳﻤﻲ ﺷﻜﻞ ﻣﻲﮔ ﺮﺩ‬
‫ﺗﻴﻢ ﺑﻬﺮﻩ ﻭﺭﻱ ﻫﺮ ﻗﺴﻤﺖ ﺑﺎ ﺍﻳﺠﺎﺩ ﻳﻚ ﺩﺳﺘﻪ ﺷﺎﺧﺼﻬﺎ ﻭ ﻣﻌﻴﺎﺭﻫﺎ ﺑﺮﺍﻱ ﻫﺮ ﭘﺮﻭﮊﻩ‪ ،‬ﭘﻴﺸﺮﻓﺖ ﻛﺎﺭﻱ ﺧﻮﺩ ﺭﺍ‬
‫ﺑﻪ ﻛﻤﻴﺘﻪ ﺭﺍﻫﺒﺮﻱ ﻣﺎﻫﺎﻧﻪ ﮔﺰﺍﺭﺵ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺍﻳﻦ ﮔﺰﺍﺭﺷﻬﺎ ﻣﺤﺘﻮﻱ ﺷﻜﻠﻲ ﺍﺯ ﺩﺭﺻﺪ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭﮊﻩﻫﺎ –‬
‫ﺩﺳﺘﺎﻭﺭﺩﻫﺎ ﻭ ﺍﺣﻴﺎﻧﹰﺎ ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎ – ﻣﺤﺪﻭﺩﻳﺘﻬﺎ ﻭ ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎﻱ ﻣﻨﺎﺑﻌﻲ ﺍﺳﺖ‪.‬‬

‫‪-٩‬ﺁﻣﻮﺯﺷﻬﺎﻱ ﺗﺨﺼﺼﻲ‪:‬‬
‫• ‪:SMED‬ﻛﺎﻫﺶ ﺯﻣﺎﻥ ﺗﻌﻮﻳﺾ ﻗﺎﻟﺐ‬
‫• ‪ :KAIZEN-BASE COSTING‬ﺳﻴﺴﺘﻢ ﺣﺴﺎﺑﺮﺳﻲ ﺍﺳﺖ ﻛﻪ ﺗﻤﺎﻡ ﻓﻌﺎﻟﻴﺘﻬﺎ ﺍﺭﺯﻱ ﺍﻓﺰﻭﺩﻩ‬
‫ﭘﺮﻭﺭﺩﻩ ﻭ ﻓﺮﺁﻳﻨﺪ ﻃﺒﻖ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻭ ﺑﻮﺩﺟﻪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﭘﻴﮕﻴﺮﻱ ﻭ ﺣﺴﺎﺑﺮﺳﻲ ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫• ‪ :BENCHMARKING‬ﭼﮕﻮﻧﮕﻲ ﺗﻜﻨﻴﻚ ﺍﻟﮕﻮﺳﺎﺯﻱ ﺩﻳﮕﺮ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻭ ﺗﺤﻠﻴﻞ ﺗﺠﺎﺭﺏ‬
‫ﺩﻳﮕﺮﺍﻥ‪ ،‬ﺳﻴﺴﺘﻢ ﺟﺪﻳﺪﻱ ﻓﺮﺍﺗﺮ ﺍﺯ ﺳﻴﺴﺘﻤﻬﺎﻱ ﻣﻮﺟﻮﺩ ﺑﺮ ﻃﺒﻖ ﻓﺮﻫﻨﮓ ﺩﺍﺧﻠﻲ ﺍﻳﺠﺎﺩ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫• ‪:(CONCURRENT NGINEERING):CE‬ﻣﻬﻨﺪﺳﻲ ﻫﻤﺰﻣﺎﻥ ﻳﺎ ‪SIMULTANOUS‬‬
‫‪ ،ENGINEERING‬ﺳﻴﺴﺘﻤﻲ ﺍﺳﺖ ﻛﻪ ﺗﻤﺎﻡ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻓﺮﺁﻳﻨﺪ ﻃﺮﺍﺣﻲ ﻭ ﺳﺎﺧﺖ ﻳﻚ ﻣﺤﺼﻮﻝ ﺩﺭ‬
‫ﻣﺤﻴﻂ ﺗﻴﻤﻲ ﻭ ﺑﻄﻮﺭ ﻫﻤﺰﻣﺎﻥ ﻭ ﻫﻤﮕﺎﻡ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺑﺎ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﺳﻴﺴﺘﻢ ﻛﺎﺭﺁﻳﻲ ﻭ ﻣﻮﺛﺮ ﺑﻮﺩﻥ‬
‫ﺍﻓﺰﺍﻳﺶ ﻣﻲﻳﺎﺑﺪ‪.‬‬
‫• ‪ :JIT‬ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﻓﻠﺴﻔﻪ ﺗﺤﻮﻳﻞ ﺑﻪ ﻣﻮﻗﻊ‪.‬‬
‫• ‪ :KANBAN‬ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﻳﻜﻲ ﺍﺯ ﺍﺑﺰﺍﺭ ﺳﻴﺴﺘﻢ ‪.JIT‬‬
‫• ‪ POKA-YOKE‬ﻳﺎ ‪ ZERO DEFET‬ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﻣﻔﻬﻮﻡ ﺧﺮﺍﺑﻲ ﺻﻔﺮ‪.‬‬
‫• ‪ :GEMBA KAIZEN‬ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﻛﺎﺭﮔﺎﻩ ﻋﻤﻠﻴﺎﺗﻲ ﻛﺎﻳﺰﻥ‪.‬‬
 ‫• ‪ :HUSHINE KANERI‬ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﻣﻜﺎﻧﻴﺰﻡ ﺗﻮﺳﻌﻪ ﺳﻴﻨﻤﺎﺗﻴﻚ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪.‬‬
‫• ‪ :SPC‬ﻛﻨﺘﺮﻝ ﻓﺮﺁﻳﻨﺪ ﺁﻣﺎﺭﻱ ﻧﻴﺎﺯ ﺍﺻﻠﻲ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺖ‪.‬‬
‫• ‪ :FAQUCHI METHOD‬ﺗﻜﻨﻴﻜﻲ ﺍﺳﺖ ﻛﻪ ﻛﻴﻔﻴﺖ ﻣﺤﺼﻮﻝ ﺭﺍ ﺍﺯ ﺁﻏﺎﺯ ﻃﺮﺍﺣﻲ ﻭ ﺳﺎﺧﺖ ﻭ‬
‫ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬

‫ﻛﺎﺭﻛﺮﺩ ﺧﻮﺏ ﭘﻴﺎﻣﺪ ﻫﺪﻓﮕﺬﺍﺭﻱ ﺧﻮﺏ ﺍﺳﺖ‬

‫‪All good performance starts with clear goals‬‬

‫ﻣﻨﺎﺑﻊ ‪:‬‬
‫‪ .١‬ﺟﺰﻭﻩ ﺁﻣﻮﺯﺷﻲ ﻛﺎﻳﺰﻥ ﻋﻤﻠﻴﺎﺗﻲ – ﭘﺮﻓﺴﻮﺭ ﻳﻮﺷﻴﺪﺍ‬

‫‪ .٢‬ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ ﺟﺎﻣﻊ )‪ – ( TQM‬ﺩﻛﺘﺮ ﺣﺴﻴﻦ ﺣﺴﻴﻦ ﺯﺍﺩﻩ – ﺍﻧﺘﺸﺎﺭﺍﺕ ﺳﺎﭘﻜﻮ‬

‫ﺟﺰﻭﺍﺕ ﺁﻣﻮﺯﺷﻲ ﺍﺩﺍﺭﻩ ﺗﻮﺳﻌﻪ ﺑﻬﺮﻩ ﻭﺭﻱ ﺳﺎﻳﭙﺎ‬ ‫‪.٣‬‬